Private wealth structuring

For individuals and families, the way assets are owned and managed can have important implications for control, governance and succession.

Families based in or connected to the Middle East may hold businesses, investments, property and other assets across several jurisdictions. We advise private clients, families and family offices on designing, establishing, reviewing and adapting wealth structures to reflect their circumstances, international connections and longer-term objectives.

How we can help

There is no single structure that is right for every family. The options will depend on the nature and location of assets, family circumstances, tax considerations, succession objectives and how the wealth is intended to be managed in the future. Wealth, family, succession are not afterthoughts and an off-the-shelf structure will hardly suit you, bespoke structures ensure your objectives are met.

We work with clients and their advisers to understand these factors before considering appropriate arrangements. Our advice can include:

  • Establishing and reviewing private wealth holding structures
  • Trusts, foundations and corporate structures
  • Domestic or international structures
  • Ownership arrangements for family businesses and privately held companies
  • Family office structures
  • Succession and intergenerational wealth planning
  • Asset protection solutions
  • Ownership of property, lifestyle assets (e.g., art, private jet, yacht) and other significant assets
  • Philanthropic and charitable structures
  • Structure’s health check and refresh following relocation or changes in family circumstances

Trusts, foundations and holding structures

Trusts, foundations, companies and other holding structures can serve different purposes in the ownership, management and transfer of wealth.

We help clients consider the features of available structures, including control, governance, succession, asset protection and the needs of different generations. For families based in or moving to the Middle East, this may involve considering regional structures alongside arrangements established elsewhere.

Family business and investment interests

For entrepreneurial families, personal wealth and business interests are often closely connected. Ownership arrangements need to take account of the business itself as well as the family’s plans for leadership, control and future succession.

We advise on structures for holding family businesses, investments and other assets, helping families consider ownership and governance arrangements in the context of their wider objectives. Where personal and commercial interests overlap, we can provide holistic advice across different specialisms.

Where family members work in the family business or family office, we can also advise on employment and senior executive arrangements, remuneration, role changes and succession from management positions. 

Reviewing existing arrangements

A family’s wealth structure may need to change as its circumstances develop. Relocation, a business sale or acquisition, marriage, the arrival of a new generation, a change in tax residence or a significant liquidity event may all prompt a review.

We help clients assess whether their current arrangements continue to meet their objectives and consider whether changes may be appropriate.

Cross-border wealth

Where family members, assets and structures are located in different countries, advice needs to account for the interaction between the relevant jurisdictions.

We work with clients’ existing tax, investment and professional advisers and, where necessary, advisers in other jurisdictions to help coordinate the different elements of a family’s wealth arrangements.

Next-gen planning

Any structure is only proper where the correct family and business governance around it is also implemented. This includes plans for how the wealth shall ultimately transition to the next generation over time. We work with clients on the relationship between ownership structures, succession and family governance so that arrangements reflect their longer-term plans and objectives.